Foreword Thinking

Growing up I played a lot of golf with three lifelong friends. In 1980, the hottest summer on record before this one, we’d tee off at first daylight – 6 a.m. – to beat the heat. Those were great times and I have lasting memories of our outings on the links. Sadly, in October 1982, one of our foursome died in a car accident.

The following summer, the three of us left behind decided to start a golf tournament to honor our friend. The first outing had 12 players. Over the next decade it steadily grew, and we typically had 88 participants. During years 13-23, another good friend took the reins and did a great job. Through it all, we raised more than $100,000 for a scholarship fund at our high school in Fort Worth. After the 2005, tournament, everyone knew the time had come to end it.

Then one year ago this week, another friend reached out and asked if we would allow him to restart it. “That was such a wonderful chance for everyone to get together every year,” he said. “I’d be willing to do all the work, if you guys will tell me what needs to happen.” Of course, we said yes, and on Sunday 40 of our long-time players will tee it up in the 24th Paul Knippel Memorial.

I turned 23 the week of that first tournament. Everyone who played was within a few years of my age. Now we’re on either side of 50. This time, my 17-year-old son is playing with me, along with my 21-year-old nephew and my brother. By grace, those of us in the Class of ’78 have lived a lot of life Paul never had the opportunity to experience. Somewhere, he’ll be smiling as we gather again. Life passes quickly. Make sure you reconnect with those who matter.

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Stress Test

My nephew just completed the first 90 days of his new career in the high-risk insurance industry. The interesting thing is he almost didn’t have the opportunity to take on this new role after spending six years in real estate. After several interviews at various levels of the company, he met with the founder. Everything went well until he got up to leave.

That’s when the key decision-maker looked him in the eye and said: “Ryan, when I was in your position, I would finish an interview and wonder, ‘Where do I stand?’ So I want to let you know what I’m thinking. To succeed in our business, we need people who are 10s. I see you as a five. That’s not meant to hurt your feelings, just to let you know I’m not sure you’ll make it here.”

Although caught off-guard, Ryan said, “Well, I respectfully disagree and hope you’ll reconsider.” They shook hands and parted. After a few hours, Ryan had time to digest the unexpected ending, so he wrote a polite email to this gentleman outlining why he sees himself as a 10 and exactly what he would do to prove that. The next day he received an offer.

A few weeks after starting at the company, Ryan was sharing this story with a couple of veteran salesmen. They smiled and told him the founder did the same thing after their interviews. “He gave you a five?” one of them said. “All I got was a four.”

Successful salespeople have to be comfortable overcoming deflection and rejection. This veteran leader utilizes a unique interview technique to test candidates. Is there something similar your company could adopt to see who rises to the top and responds appropriately?

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